The Batuk 

Abstract: Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial institutions. This study attempts to analyze the impact of reward systems on employee performance of service oriented institutions of Nepal. Opinion on rewards in terms of salary, bonus, promotion, empowerment, achievement, appreciation, and employee performance from 395 employees of service sector institutions working at managerial, officer and assistant levels are taken into account. Pearson and Spearman Rho Correlation are used to find out the correlation between reward system and employee performance where multiple regression is used to analyze the impact of reward systems on employee performance. The study concluded that reward systems have positive correlation and impact of employee performance of service sector institutions of Nepal.

Abstract: In most of the mergers of financial institutions, the issue of human side i.e. justice, satisfaction and work behavior of employees are neglected. But, the success of the new organization after Merger and Acquisition (M&As), largely depends on how actively and innovatively their employees work in the changed working environment. Hence, the purpose of this study is to explore the organizations’ initiation for cultural integration in M&As process in Nepalese financial institutions. Further, it aims to examine how cultural integration initiation influence employees’ satisfaction and their work behavior. This research follows inductive-deductive approach as the variables or issues were induced primarily and the data were analyzed with quantitative techniques. 234 responses from employees working in new organizations after M&As, from the large and small organization of M&As, and managerial and non-managerial level were collected based on organizational justice and social identity theory. Descriptive statistics were used to analyze the data. The result of the study revealed poor cultural integration initiation from the top management during M&As. Feeling of workplace injustice is being increased which caused deviant work behavior of the employees. This study emphasizes on the urgent need of organizational justice and enhancing the social identity of the employees working in all the M&As organizations. The consequences of the poor cultural integration initiation associated to organizational justice and social identity add on comprehensive framework of these theories.

Abstract: This paper aims to analyze the impact of strategic human resource management (SHRM) practices on employee retention. This study employed a quantitative research approach. Senior-level people including CEOs, DCEOs, general managers, operation in-charges, HR managers, and branch managers of six commercial banks and six insurance companies were requested to respond to a series of questionnaires to collect data. 240 questionnaires were distributed; 167 questionnaires (69.58%) were returned and used for analysis. The results suggest that the banks and insurance companies in Nepal might retain their workforces in part by implementing SHRM practices. Out of five indicators of SHRM practices only three indicators such as recruitment and selection, compensation and benefits, and career management practices have a significant and positive impact on employee retention, whereas two indicators such as training and performance appraisal practices have a negative impact on employee retention. In fact, employee retention is the main problem that Nepalese commercial banks and insurance are facing. This is due to high employee turnover. Therefore, they need to focus on employee retention through the effective application of SHRM practices. They also need to create a cohesive set of employment policies to attract and retain skilled employees.

Abstract: The purpose of the study was to understand and analyze the strength of corporate governance (CG) on organizational performance (OP) of the Nepalese telecom industry from the employees' perspective. It adhered to a descriptive study approach and employed an organized questionnaire survey instrument. Two market-leading telecommunication service provider companies of Nepal, Ncell and Nepal Telecom, and their employees were considered the object of the study. It collected 387 responses through a random sampling method. The survey instrument included 18 items and was divided into three segments to collect required data that was processed with the help of SPSS and AMOS software. The study identified nine observable CG performance metrics inside two latent variables, management and leadership (ML) and management competency (MC), to evaluate CG performance and revealed that each performance metric offers a partial explanation for the synergistic effects on OP. The study's findings provided evidence to previous studies that CG performance positively and significantly affects the OP. In addition, the results of the study would deliver useful suggestions for comprehending the primary drivers of CG performance metrics in the Nepalese context.